Performance Management and Discipline Policy
This policy explains how we review performance, how we support people who are struggling, and what happens if someone breaks our rules. We keep these two things separate on purpose.
Document
Policy number
TSS-HR-05
Version
1.0
Effective from
1 September 2026
Next review
March 2027
Owner
Human Resource Team
Approved by
Board of Directors
Applies to
Every employee, including those on trial. Trainees during induction get feedback from their trainer and interns from their supervisor, and the fair process in Part B applies to them too.
Issued by
Thakur Systems & Structures Private Limited, CIN U62011PN2026PTC254650
Related policies
Code of Conduct and Ethics (TSS-HR-01), Employee Grievance Policy (TSS-HR-09), Anti-Harassment and Non-Discrimination Policy (TSS-HR-02), Remote Work and Telecommuting Policy (TSS-HR-03)
OVERVIEW
Most performance problems come down to skills, workload or circumstances, and are fixed with support rather than punishment. Discipline is for misconduct.
PART A
Performance
1. HOW THE YEAR WORKS
Employment at TSS runs by financial year (April to March), and permanent employment is renewed each year. Our reviews follow the same cycle.
| WHEN | WHAT HAPPENS |
|---|---|
| Every week | You and your team lead agree what you will deliver that week. |
| At least every two weeks | A one-to-one with your team lead: progress, blockers, support, and feedback both ways. |
| WHEN | WHAT HAPPENS |
|---|---|
| Halfway through your trial | An informal check-in on how the trial is going. |
| End of your trial (three months) | Trial review: confirmation as a permanent employee, or an extension of the trial. |
| September or October | Mid-year review. |
| February or March | Annual review, which feeds into the decision to renew employment for the next financial year. |
2. WHAT WE LOOK AT
Delivery. Did you deliver what was agreed, on time? If not, did you raise it early?
Quality. Code that is readable, tested and secure; bugs found after release; feedback from code reviews.
Skills. The skills your role needs, including AI-assisted development, and how they are growing.
Communication. Clear updates, useful documentation, and raising problems early.
Teamwork. Helping colleagues, giving useful code reviews, and sharing what you know.
Clients. Client feedback, where there is any.
Conduct. Following our policies, including security and confidentiality.
We do not judge performance by hours spent online or by how late someone stays.
3. REVIEW OUTCOMES
Each formal review ends with one of four outcomes:
| OUTCOME | WHAT IT MEANS |
|---|---|
| Outstanding | Consistently goes well beyond what the role needs. |
| Strong | Fully meets what the role needs, and often more. |
| Developing | Meets most of what the role needs; some areas need work. |
| Below expectations | Not yet meeting what the role needs; a support plan is needed. |
You will get your review in writing, you can add your own comments to it, and you can ask for a meeting to discuss it.
4. TRIAL REVIEWS
At the end of your trial period, we review your performance and decide either to confirm you as a permanent employee or to extend the trial. If we extend it, we will tell you why, what needs to improve, and for how long, normally up to three more months.
5. PERFORMANCE IMPROVEMENT PLANS
If your performance falls below expectations, we will first talk about it informally and try to fix it together. If that does not work, we may agree a Performance Improvement Plan (PIP) with you. It sets out:
clear, specific goals and how they will be measured;
the support we will give, such as training, pairing with a colleague, mentoring or a lighter workload;
a fixed period, normally 30 to 60 days;
weekly check-ins, with notes shared with you.
A PIP is a real chance to improve, not a formality. If you meet the goals, the PIP ends. If not, we may extend it, move you to a different role, decide not to confirm or renew your employment, or end your employment under the notice terms of your Employment Agreement.
PART B
Discipline
6. WHAT COUNTS AS MISCONDUCT
Examples of misconduct:
repeated lateness, or being absent without telling anyone;
ignoring reasonable instructions;
breaking a policy, such as the security or acceptable use rules;
careless handling of company or client data;
rude or unprofessional behaviour.
Examples of gross misconduct, which can lead to dismissal for a first offence:
theft, fraud, or falsifying records, expense claims or attendance;
bribery or corruption;
harassment, discrimination, violence or threats;
deliberately leaking confidential information or source code;
a serious or deliberate security breach, such as sharing your credentials or disabling security controls;
working directly for a client or a competitor in breach of the Code of Conduct and Ethics;
being under the influence of alcohol or drugs at work;
retaliating against someone who raised a concern.
7. HOW WE HANDLE IT
We follow a fair process every time.
- Find out the facts. The HR team, or a Director, gathers the facts. For serious allegations, you may be placed on paid leave while this happens. That is not a punishment.
- Tell you in writing. You receive a written notice (a show-cause notice) setting out what is alleged and the evidence for it.
- Hear your side. You get at least three working days to reply in writing, and a meeting where you can explain. You may bring a colleague with you.
- Decide. The decision is made by someone who was not involved in the matter, wherever possible, and given to you in writing with the reasons.
- Appeal. You can appeal within seven working days (section 9).
8. POSSIBLE OUTCOMES
What we do depends on how serious the matter is and on your record.
| STEP | NORMALLY USED FOR | HOW LONG IT STAYS ON YOUR RECORD |
|---|---|---|
| Informal word | Minor, first-time issues | Not recorded formally |
| Written warning | Misconduct, or minor issues that carry on | Six months |
| Final written warning | Serious misconduct, or further misconduct after a warning | Twelve months |
| Dismissal | Gross misconduct, or further misconduct after a final warning | Permanent |
We do not have to go through every step in order; the step we take depends on how serious the matter is. Deductions from pay are made only where the law allows them, and only after you have had a chance to explain.
9. APPEALS
Appeal in writing to a Director within seven working days of the decision, explaining why you disagree. If that Director was involved in the decision, appeal to the Chairman of the Board of Directors instead. The appeal will be heard within
ten working days and the result given to you in writing. The appeal decision is final within TSS. Your legal rights are not affected.
10. RECORDS
Performance and disciplinary records are confidential and kept by the HR team. You can ask to see your own records at any time.